Friday, August 14, 2020

Inspire Self-Management to Enable True Meritocracy

It takes planning, adapting, and innovating to enable true meritocracy as a system in which top talented people are chosen and moved ahead on the basis of their talent or achievement. 

Digital organizations are like the organic systems that can self-renew in thriving as the high-performance business. Self-management can tap the inner and outer resources of business strength, get work done with disciplines and practices, to achieve ultimate business goals. 

Running an autonomous organization is about building a work atmosphere to inspire self-management, encourage creativity, discovery, mastery, and enable true meritocracy. 

Individually, self-management is about self-awareness, self-discipline, and self-actualization: It’s about knowing and comprehending how you can keep your mind fit, manage emotions and behaviors well, and recognize what is best to think and do, in relation to the betterment of his/her own life. Self-awareness is important for the recognition of people’s cognitive ability and style, intellectual engagement, creative problem-solving capabilities, personalities, innovativeness, plasticity, adaptation, or emotional intelligence, etc. Digital professionals with self-awareness can work independently, well-disciplined, have both customer focus and excellent problem-solving skills, build differentiated capabilities, and make continuous improvement.

Although the responsibility to keep skills updated and grow professional expertise has always largely fallen on the individual employee; albeit it is great when the organization provides support, and empower their staff with efficient technological tools and abundant resources to achieve more. It’s also important to orient people and make them appreciate the diversity of thought and help them build their professional skills progressively. Forethoughtful companies inspire self-management and encourage self-actualization, align digital professionals’ career goals with strategic business goals and build the culture of learning, risk-tolerance, and experimentation, to inspire creativity, and enable true meritocracy.

At the team level, self-management is about empowerment and trust: A self-organizing and high-performance team is usually a cohesive group of people with the cognitive differences, complementary skills, having the full authority on business practices, processes, tools, or engineering methods they would like to use to make the continuous delivery. Trustworthy relationships are important to shape a strong self-managing team and hold managers or staff to their accountability. You know the team will deliver the best outcome, empower and give them the freedom to do it on their way. In fact, trust is the key determinant of any collaborative effort; and conversely, the lack of it can accurately predict the demise of any collaborative effort.

The digital workforce today is multi-generational and multicultural, each generation is defined by a set of stereotypes, perhaps has different worldviews, and learns differently through different media and methodologies. Every individual, including the leader, has limited knowledge or viewpoint. So they need to be self-aware, learn from each other to advocate the most advanced thinking, ideas, and viewpoints from different perspectives; collectively, they can build the term with high autonomy and amplify their knowledge power to solve complex business problems innovatively.

At the company level, a high level of autonomy is the symbol of digital maturity by streamlining the digital flow from top-down to bottom-up:
The high degree of the organizational self-management capability reflects its maturity to be disciplined to do the work well in a dynamic and hyper-diverse environment and maximize its multidimensional shareholder's value. Digital organizations today need to redefine themselves in which talent can develop and learn more rapidly than anywhere else, streamline information flow and knowledge exchange, encourage people to think of new ways to do things and run in a very entrepreneurial fashion to solve business problems effectively.

Business growth and innovation today are heavily dependent on talented people who have a fitting mentality, aptitude, and attitude, with high autonomy and changeability, and bring positive energy to the workplace. Reinventing the future of business takes both vision and strategy. The digital paradigm shift represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem with a high degree of autonomy. It takes planning, adapting, and innovating to enable true meritocracy as a system in which top talented people are chosen and moved ahead on the basis of their talent or achievement.

A high level of autonomy is the symbol of digital maturity at an individual, team, or organizational level. Developing high mature digital organizations is all about information savvy, adaptation, people-centricity, high-performance, autonomy, and acceleration. The goal is to create a workplace in the way people can relate to themselves and to their experience of the environment and others around them, inspire self-management, unleash collective potentials, and enable true meritocracy.


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